Strategic Plan Consultant 207 views0 applications

Background of Project
The Universal Reformed Christian Church (NKST) Rehabilitation hospital was founded in 1930 and located in Mkar, near Gboko -Benue State. The hospital started as a health post to cater for the needs of residents of the then Benue Leprosy Settlement in Mkar. The project also takes care of patients with stroke, poliomyelitis, spinal cord injuries, trauma, and limb deformities. It is a referral hospital for Leprosy Control Program for Benue and neighbouring states.
The 127-bed space hospital has carved a niche for itself in the field of orthopaedic rehabilitation and surgery as well as physiotherapy. It offers these services to an area of about ten states mainly in the North-Central and South-East, South-South plus the Federal Capital Territory, Abuja. The hospital acts as a training centre for the students from nearby schools of nursing, medical laboratory science and health technology. It also trains students from some physiotherapy departments of several Nigeria Universities. The hospital runs a club foot clinic using the Ponseti methods.

Activities of Universal Reformed Christian Church (NKST) include the following among others: CBR services, Eye surgery, Orthopaedics surgery, Inclusive Education for the Deaf, persons with intellectual disability, visual disability, livelihood programme, advocacy for the rights of persons with disabilities (PWDs), evangelism (not supported by CBM), eye/ear screening for primary school pupils (not supported by CBM), life skill training (not supported by CBM), sexuality education (not supported by CBM).
In order to strengthen the Universal Reformed Christian Church (NKST) as an organisation, and its partnership with CBM, CBM is engaging a consultant to facilitate the development of strategic plan for NKST to set the long-term direction for the implementation of its mandate in partnership with CBM.

The Universal Reformed Christian Church (NKST) is expected to prepare a five-year strategic plan

1. STRATEGIC PLAN PURPOSE, SCOPE AND INTENDED USE
   The purpose of the development of strategic plan for NKST is to set the long-term direction for the implementation of its mandate in partnership with CBM, including documentation of present status of Universal Reformed Christian Church (NKST), envision where Universal Reformed Christian Church (NKST) wants to be in the next five years, set strategies for getting there, and formulate its implementation plan.

The outputs of this consultancy will be used by a variety of stakeholders for different purposes:
 The implementing partners will use the information from this strategic plan to:

• Establish lessons learnt from their previous and current status to plan for scale-up of the programme or future areas of intervention
• Plan for the sustainability of the program/project
• Understand the impact of the Universal Reformed Christian Church (NKST) programs on its catchment areas
   CBM will use the information from this strategic plan to:
• Identify key factors and influences in developing Rehabilitation Hospital Mkar or other areas of intervention for Universal Reformed Christian Church (NKST)
• Inform the way in which CBM can partner and work with government to establish accessible, quality community-based rehabilitation services.
• Identify areas that require further strengthening to ensure sustainability and quality of Universal Reformed Christian Church (NKST)’s programs
• Improve on planning, implementation and monitoring & management for future projects
• Guide provision of technical support to future projects
• To feed into practice of CBM Country Office (CO)/Regional Office (RO), CBM UK and partners.

The strategic plan process will take a participatory approach by involvement of programme stakeholders, especially the beneficiaries (primary, secondary and tertiary). Programme staff and partners will play a strong role in the plan.

1. STRATEGIC PLAN OBJECTIVES
    Review the vision and mission based on current realities and best global development practices.
    Undertake stakeholder mapping and analysis
    Undertake a situation analysis of Universal Reformed Christian Church (NKST) operations to date
    Through a consultative process and application of an appropriate tool of analysis, identify focus areas and develop strategic objectives and key result areas for the same;
    Review the institutional capacity, organizational set-up, financial and administrative systems against Universal Reformed Christian Church (NKST) mandate and the identified strategic objectives and key result areas and make recommendations, if any
    Propose a strategy for achieving the strategic objectives and key results.
    Develop a Results and Resources Framework for the plan period.
    Hold stakeholder meeting
    To validate the draft Strategic Plan;
    Finalize Strategic plan and submit to NKST
2. STRATEGIC PLAN QUESTIONS
   Review the current status, program vision, strategic planning methodology and implementation formulation and strategic plan process of Universal Reformed Christian Church (NKST).

(This question should be considered in all the processes of making the plan).
 Identify the organization’s distinctive competency – the quality or attribute that makes the organization different from its competitors. For example, an organization should be the only educational institution to provide management education after work and on weekends in its geographical marketplace. What is the organization especially good at? Review the organization’s current values through a values scan.
 Organizational values. Does the organization value profit more than growth, or how strongly is customer and quality valued?
 Operating philosophy-What are the published and unwritten operating philosophies that employees understand? Are the assumptions in the operating philosophy valid and relevant?
 Organizational culture- Organization culture is made up of the personal values, the organization values, the operating philosophies and the organization’s assumptions about the way the world works. What is the assumption upon which the organization culture is based and how has the assumption determined its values and norms?
 Stakeholders’ values. Individuals or groups who believe that they hold a stake in the organization’s future. Who are these people and how do they influence the business direction and strategy?
 Review the organization’s strategic goals. What are the organization’s strategic goals? Have all the strategic goals achieved the targets set? Understand why some targets could not be achieved and why others have met or exceeded the set targets.
 Understand the organization’s current operation/programming model.
(a) Clients/Catchment- Which clients/catchment are the organization targeting? How are they segmented? What are the key requirements for the various segments?
(b) Alliances -Who are the organization’s alliances and partners? How committed and reliable are they?
(c) Interventions & Services -What are the organization’s ranges of intervention and service offerings for the various segments?
(d) Financial Analysis-What is the cost and pricing structure for the products and services? What is the revenue stream of the organization? Which segment contributes the highest revenue to the organization? Which is the lowest? Which products and services are most profitable, marginally profitable and not profitable?
 Analyze the following: Organization’s strengths, weaknesses, opportunities and threats (SWOT) Organization structure and functional units’ goals Critical success factors (CSFs)
 Conduct an organizational audit of the organization’s IT capabilities. Review the existing processes, application systems and the IT infrastructure. Take inventory of the organization’s existing hardware and software
 Identify Areas of Competitive Advantage- Identify the organization’s areas of competitive advantage by conducting a competitive assessment of the target beneficiaries other organizations offering similar intervention: Who is the competition within this target environment? Who are the direct competitors (i.e. those providing the same intervention or service)? Who are the indirect competitors within the industry (i.e. those providing similar alternative intervention or services which provide the same or similar benefits)?
 Identify Areas of Competitive Advantage – Who are the indirect competitors outside of the industry (i.e. those providing totally different alternative products or services which provide the same or similar benefits)? What are the strengths and weaknesses of these competitors? How does the organization compare on in terms of features/benefits of importance to the target catchment?
 Analyze Industry Trends & Competition • In the identified areas of competitive advantage, identify the data/information needed to detect trends and competition: Industry level – financial trends, industry leaders, industry statistics, etc. Organizational level – key clients, key competitors, key suppliers, etc. Business process trends, changes, automation, etc. Technological trends
 Analyze Industry Trends & Competition • Determine the sources of data/information collection for monitoring purposes, e.g.: Employees with outside contacts, Suppliers and distributors, Vendors and suppliers of technology, Clients (current clients, former clients, competitors’ clients, prospective clients), External consultant, Research organizations, Internet • Collect and analyze industry data/information to determine industry trends and competition.

1. GENDER
   Gender must be considered from the inception of every intervention, to analysis and reporting of data & finding. (Disaggregated according to gender).
   The plan must consider gender aspects of the project interventions and thematic areas and report on this. Here are some sample plan questions that could be adapted and incorporated into the specific guiding questions around relevance, effectiveness, impact etc:
   • What changes have occurred in the participation of women and men in community, social, economic or political decision-making life in our area of work? What is the link between the work of our project and these changes?
   • Have there been changes over the project period to women and men with disabilities participating in community decision-making processes?
   • Do boy and girl children have equal access to project activities?
   • Is the focus on women caregivers appropriate? Does the project reinforce unequal duties in terms of caring for children with disabilities? How are men included in the project?
2. METHODOLOGY
   The facilitator will develop the strategic plan methodology in the framework of the available budget in collaboration with CBM and the Universal Reformed Christian Church’s (NKST’s) representative. He/she is expected to submit a brief inception report where a strategic plan methodology should be proposed. The plan must meet the principles of being inclusive, participative and interactive, involving both male and female beneficiaries.
   As a minimum, the strategic plan process should include the following key steps:
   o Review of relevant project documents:
3. Programme proposal, budget and log frame
4. Project visit reports to CBM CO and CBM UK
5. Financial and narrative reports
6. MoUs and Agreements
   o Initial briefing session with CBM Country Office and the Universal Reformed Christian Church (NKST)
   o Application of appropriate plan collection tools.

Regarding confidentiality and data protection, the consultant must take all reasonable steps to ensure that the respondent is not adversely affected by taking part in the formulation. He or she must keep their responses confidential, unless their permission is granted, and must not do anything with their responses that they are not informed about at the time.

A comprehensive list of stakeholders and suggested methodology that could ensure coverage is attached.
Following data collection and analysis, the consultant will share preliminary findings with CBM CO, project partners and CBM UK. This shall be achieved through debrief sessions at CBM CO and Universal Reformed Christian Church (NKST)’s office. The sharing of preliminary findings is an opportunity for the stakeholders to hear what the strategic plan has found and to be involved in thinking about recommendations going forward. It should include constructive discussions around the key issues identified by the strategic plan.
Explain how the strategic plan should be conducted. Please note this can be an overview or a statement of expectations, because in most cases the facilitation team leader, once engaged, will be expected to provide a more detailed methodology, to be agreed upon with the CBM, as an output of their contract.
Indicate how the methodology will be decided upon in collaboration with the facilitators’ team leader and the RO/CCO/partner. Detail expectations /timing of consultant to provide detailed methodology.
Indicate who the strategic plan team should talk to or survey as part of the plan process. You could use the stakeholder table in Appendix A to provide more detail.
Specify the degree to which the strategic plan should involve people with disability and their families that were or could have been affected by the project, and considerations needed to accommodate this in the methodology (sign language, accessible venues, and additional time).

1. FACILITATION TEAM AND MANAGEMENT RESPONSIBILITIES
   Commissioning responsibility
   CBM is responsible for commissioning the facilitation of the strategic plan process.
   The strategic plan Terms of Reference (TOR) were developed through a collaborative process by CBM CO/RO in consultation with CBM UK and project stakeholders. CBM UK & CO gave the final approval on the Strategic plan Terms of Reference (TOR).

CBM Nigeria CO will be responsible for planning and managing the strategic plan process and checking that quality standards are met, ensuring the strategic plan conclusions and recommendations are communicated effectively.

The facilitation team will be identified and approved in consultation with CBM UK. The consultant will develop an inception report for review by CBM UK and approval by CBM CO/RO.

The draft strategic plan report will be shared with project partners, CBM CO/RO and CBM UK for review and feedback. The final strategic plan draft will be sent to CBM CO/RO and CBM UK for approval and sign off. The final instalment of consultant’s fees will be disbursed following sign off by CBM CO/RO and CBM UK.

CBM CO and NKST will ensure that some feedback or learning events will be carried out with the relevant stakeholder at the LGA, State and National level etc, and if possible, at the community level based on the strategic plan report and findings.

CBM CO/RO and CBM UK will agree on dissemination plan of strategic plan’s findings and define action points and ways forward.

The Facilitator
The facilitator will be a consultant. He or she will be an experienced facilitator, who will be responsible for the overall strategic plan process and the production of the strategic plan report. The facilitaator will have to sign CBM’s child safeguarding policy prior to any field work. S/he should be familiar or familiarize herself/himself with disability inclusive practices in strategic plans.

The facilitator will be supported by a staff of NKST during the field visits. The proposals received will be evaluated using the trade-off methodology, The facilitator will be selected based on the following evaluation criteria:
 Proven experience of at least 7 years in evaluating similar programmes which includes Organisational building or related background. Bias in public health is an added advantage (25%)
 Experience with training in strategic plan methods, analytical skills and ability to perform within given timeline proven through submission of a past strategic plan report and Knowledge about programme context (25%)
 Knowledge of disability inclusive practices in strategic plans and proposed methodology (25%)
 Proposed costs (details regarding costs are shown in Section 12) (25%)

Name Organization Role(s) Skills required Outputs Due date
E.g.:
Mrs. A. Consultant External Team leader
Develop detailed methodology
Train data collectors.
Conduct interviews
Data analysis
Run final workshop Extensive DID experience Draft Report

Final Report 20, 2012

December 14, 2012

1. COORDINATION AND LOGISTICS
   The country office has responsibility for the following;
   o Coordination of all the strategic plan process
   o Facilitator(s) recruitment
   o Gathering of document and data for strategic plan in collaboration with the Universal Reformed Christian Church (NKST)
   o Liaising with the Universal Reformed Christian Church (NKST) partner(s)
   o Post strategic debriefing (with facilitator(s) and Universal Reformed Christian Church (NKST))
   o Communicate the final outcomes to RO, IO, MA

Project responsibility for:
o Working with the Hospital Administrator to organise meeting schedule for facilitator’s team.
o Identifying “neutral” and disability accessible locations for interviews/ meetings to take place (where people will feel free to speak as openly as possible).
o Organising interviews with beneficiaries according to the facilitator’s requests/methodology.
o Organising interview for stakeholders in Benue, and Universal Reformed Christian Church (NKST) catchment area as may be requested by the facilitator
o Covering the facilitator’s transportation to the strategic plan site & transportation cost
o Covering the facilitator’s hotel accommodation and feeding costs
o Provision of guidance on security and safety at the strategic plan sites

1. PRODUCTS
   o An Inception report, produced before 5th of July 2019
   o A draft strategic plan report produced no later than 21st July, 2019
   o A final strategic plan report produced by end of 29thJuly, 2019
   o PowerPoint presentation, summarizing the key finding from the strategic plan submitted together with the final strategic plan report by 30th of July, 2019

Inception Report:
The Consultant is expected to submit an inception report before 5th of July, 2019 The purpose of this report is to ensure that the facilitator(s) covers the most crucial elements of the exercise including the appropriateness and robust methodology to be employed. The inception report provides the organization and the strategic plan team with an opportunity to verify that they share the same understanding about the strategic plan and clarify any misunderstanding at the outset. The report should reflect the strategic plan team’s review of literature and the gaps that the field work will fill.

By the deadline, the inception report should be sent to the following e-mail addresses:
o [email protected]
o [email protected]

DRAFT REPORT
The draft strategic plan report must be submitted to CBM Country Office no later than 18th July 2019.

The draft report will be circulated by CBM Country office to key stakeholders for review and feedback. These stakeholders will include the Universal Reformed Christian Church (NKST), CBM CO, CBM Regional office and CBM UK.

Feedback on the draft plan will be shared with the facilitator no later than 25th July, 2019.

FINAL REPORT
The final report of the strategic plan must be submitted to CBM after review and incorporation of the various comments made by 29th July, 2019 The main aim of the report is not only to provide feedback on this programme, but to inform future work by the partner and CBM.

The strategic plan report is an exclusive property of CBM and should not be released without prior authorization to any other party.

The final report will be available through CBM as well as being specifically circulated (by CBM) to the project stakeholders, including the project partners who will be able to use the report freely.

SUMMARY FINDINGS
On submission of the final plan, the consultant is expected to submit a PowerPoint presentation (maximum 12 slides), summarizing the methodology, challenges faced, key findings under each of the strategic plan criteria and main directions.

This should be submitted together with the final report by 30th July 2019

1. DURATION AND PHASING
   11.1 Proposed Time Frame

1stJuly – 30th July 2019

11.2 Duration of Activities
The duration of the strategic plan exercise shall be 10 working days from a mutually agreed date no later than 3rd July, 2019 The strategic plan will follow the key phases:

Phase I – Desk study: Review of documentation, elaboration of inception report, and development of strategic plan tools [2 days]
The consultant will review relevant documentation from section 7 above. Based on this review, he/she will produce an inception report which will include a strategic plan, methodology and sampling strategy of the data collection for strategic plan study.

Phase II: Field Data Collection (8 days)
This phase of the strategic plan will seek to collect primary data on the key strategic plan questions explained under strategic plan criteria. The strategic plan team will use the agreed plan, methodology and sampling strategy from phase 1 to conduct the field work.

Phase III – Data analysis and production of strategic plan report [3 days]
The strategic plan team will draw out key issues in relation to the strategic plan questions and produce a comprehensive report. This analysis should draw on the wider issues in the development sector and how the Universal Reformed Christian Church (NKST) Programme has shaped/affected Community, LGA, State, or National level policy and legislation environment for decentralized services.

Task Date Duration Comments
Finalization of contractual details. 1st of July, 2019 One day Tying up all details and signing of contract by CBM and consultant
Desk research, literature review and preparation of inception report 4th to 5thJuly, 2019 Two days To be done by consultant from his/her place/state of resident
Consultant to travel from place resident 6th of July, 2019 6am-10am CBM will be arranging logistics
Consultant to have a briefing of CBM program staff 6th of July, 2019 12 noon – 3pm Discussion on methodology of strategic plan and field visitation
Tools development 7th of July, 2019 One day
Travels to Universal Reformed Christian Church (NKST), Mkar 8th of July, 2019 One day CBM will be arranging logistics
Meeting with partners and stakeholders and writing of KII 11thJuly -16thJuly, 2019 8am-5pm(Break should be mutually agreed in the field and not cast in stone) o Meeting with Universal Reformed Christian Church (NKST) partners.
o Meeting with stakeholders
o Universal Reformed Christian Church (NKST) to arrange venue and logistics
Meeting with partners and stakeholders and debriefing with Universal Reformed Christian Church (NKST) leadership 18thJuly- 20thJuly, 2019 8am- 5pm(Break should be mutually agreed in the field and not cast in stone o Meeting with Universal Reformed Christian Church (NKST) partners.
o Meeting with stakeholders
o Universal Reformed Christian Church (NKST) to arrange venue and logistics
Travels to Abuja and debriefing with CBM program staff 21stJuly, 2019 One day Universal Reformed Christian Church (NKST) will be arranging logistics for travels
Consultant to travel to state of resident and start preparation of Plan 22ndJuly, 2019 One day CBM will be arranging logistics for travels
Data/finding analysis, draft copy of report sent to CBM 23rd 25thJuly Three days To be done by consultant at his/her place/state of resident
Return of draft copy report after its review by CBM and partner 27thJuly, 2019 One and half day To be sent via Email
Consultant to review feedback. Inputs by CBM and Partners 27th- 28thJuly, 2019 One and half day To be sent viaEmail
Submission of final report by consultant to CBM 29thJuly 2019 One day To be sent via Email

12.COSTS AND PAYMENTS
12.1 BUDGET
The consultant shall submit to CBM a proposal, containing all relevant point highlighted in the evaluation criteria. Proposals should also indicate the strategic plan, team’s daily rates for the assignment. CBM will negotiate with them the final fees in line with the budget available for this strategic plan and based on the experience of the chosen candidates.

12.2 SCHEDULE OF PAYMENT

o Submission of draft report: Second advance of 30%
o Approval of Final Report by CBM Country office and CBM UK, datasets and PowerPoint Summary:
o Final payment following receipt of invoice from consultant (70%).

12.3 MODE OF PAYMENT
Bank transfers

1. HOW TO APPLY
   Qualified facilitators should submit via email:
   o A cover letter indicating interest
   o Curriculum Vitae
   o A short summary of your understanding of the brief
   o Three previous strategic plan reports
   o A technical offer, which must include the technical requirements and the strategic plan approach/methods, the plan and the timeframe to address them. It would also be an opportunity for the Facilitator to challenge the ToR and offer options.
   o A financial offer, including a budget for the strategic plan.

The information should be sent to [email protected] titled “Request for proposal: Strategic plan Consultant” in the subject line. The deadline for applications is, 18th June 2019
The future job holder will adhere to CBM’s values and commits to CBM’s Code of Conduct and Safeguarding Policy

CBM is an equal opportunities employer, and particularly encourages qualified people living with disability to apply.

APPENDIX 1: STAKEHOLDER ANALYSIS.
You could use a matrix like this to examine stakeholders involved in the project and determine whether and how they could contribute to the strategic plan, through interviews, surveys and meetings.
Stakeholders
Please list all current and potential external and internal stakeholders including beneficiaries that contribute or influence the success of the proposed project(s) being evaluated
What is their interest and contributions in the proposed project? What is their power and influence in the project (1-5 rating, 1=low, 5=high) Will the project involve / these stakeholders in the strategic plan? How?
PRIMARY STAKEHOLDERS
Adults with disabilities
Children with disabilities
Secondary stakeholders
Parents
Local Government
Board of partner organization
Central Government
Community
NGOs
Professionals
Project staff
CBM staff